What Am I Going To Do?

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If you’re new to my channel my name is RJ Bates III. Myself and my partner Cassi DeHaas are the founders of Titanium Investments.

We are nationwide virtual wholesalers and on this channel we share EVERYTHING that we do inside our business. So if you’re looking to close more deals - at higher assignments - anywhere in the country… You’re in the right place.

Who is Titanium Investments and What Have We Accomplished?

Over 10 years in the real estate investing business
Closed deals in all 50 states
​Owned rentals in 12 states
​Flipped houses in 11 states
​Closed on over 2,000 properties
​125 contracts in 50 days (all live on YouTube)
​Back to back Closers Olympics Champion
Trained thousands of wholesalers to close more deals

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With over 2,000 Videos, this is the #1 channel on YouTube for all things Virtual Wholesaling. SUBSCRIBE NOW!    https://www.youtube.com/@RJBatesIII

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RESOURCES FOR YOU:

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Chapters

• 0:00 From Complaints To Ownership
• 2:36 Shifting From Blame To Control
• 4:55 JV Partnerships: Expectations And KPIs
• 8:47 Communication And Accountability In JVs
• 11:52 Vendors, Systems, And Measuring Conversions
• 15:45 Adapting To Vendor Changes And Training
• 20:31 Discipline Beats New Tools

Transcript

SPEAKER_00: 0:00

I'm having a meeting with my team this morning, and we're talking about all sorts of different things that are going on inside of business. And what really led to this video was I asked this exact question. Well, what are we going to do to make a situation better? And it's funny because from that it was kind of a shocking question to Nick and Cassie and Simma. And they were like, you know, that's a really good thought process to have. What are we going to do in comparison to what is this system going to do? What is this JV partner going to do? What is someone else going to do? What can we control inside of our business? And this video today comes about because every week I'm hearing, you know, my JV partner isn't performing, my leads are trash, my leads are too rural, my team isn't closing. This vendor sucks. The market is saturated, the the market is softened, no buyers are buying. There's always complaints. And that's expected, especially when I put myself in the position of trying to show you guys, educate you on what is successful and what's not successful. And so today is more of kind of that that thought process about instead of saying all of those things, my JV partner isn't performing, my leads are trash, my team isn't closing. It's more along the lines of here's the facts. What am I going to do? What can we do to change the results? And what are the things that are inside of our control? Okay. Because so often as entrepreneurs, we want complete control over everything except for when things don't go well. We want the control when things are going well and we make all of the money, deals are closing, the systems are performing exactly the way that we expected them to. But then when things aren't going well, we want to pass that blame. And that's not acceptable. That is something that I see, especially in the wholesaling industry, because there are so many different ways for us to generate leads, talk to sellers, handle dispositions, transaction coordination. There's so many different ways to do it that when something doesn't work, we don't want to say, what are we going to do? It's it's got to be somebody else. It's got to be something else that needs to change. So let's start off with JV partnerships. Okay, now this is extremely common inside of Titanium University. It's extremely common in wholesaling in general to have JV partnerships. And then when they don't go well, it's to point the finger at that person didn't do their job. Now, the way I see the majority of JV partnerships kind of come to fruition is we got to know and like each other. Maybe we see a little bit of results one way or another. And then it's like we send by the campfire and we sing kumbaya, and it's we become buddies instead of setting proper expectations, having those expectations defined, making sure that there are actual KPIs that can be measured inside of the JV partnership. How is accountability going to be structured inside of the JV partnership? If you've ever done a JV, and just with those three questions so far, if you've never asked those questions of a JV partnership, you probably have run into partnerships that haven't worked out very well. How is communication going to be scheduled? How is it even going to be communicated between the two parties? More often not, when it's two individual businesses working together, you each have your separate CRMs, your separate ways of taking notes. And how is the communication going to take place between the two separate businesses? If none of that was defined, then that JV partnership, the foundation of it, was based on hope. Instead of this is actually how we are going to work together. But if you make the decision to sign the joint venture agreement, then you sign the responsibility to make that partnership work. And so in this scenario, say the JV partnership is not working out, and you do want to know why it is not well, let's look back. Expectations, KPIs, accountability, how is the communication going to be handled? Did you take responsibility for all of that to be defined before signing the JV agreement? Weak operators sit there and blame the joint venture partner, whereas a strong partner will sit there, a strong operator will sit there and set those proper expectations up front. This is why the majority, and when I say the majority, I'm talking about 90 to 95 percent of deals that get sent to us are denied. It's actually a rather lengthy process in order for you to submit a deal to us. Why? Because we want proper expectations, we want to understand everything about the deal before we put our signature on a JV agreement and say, we are going to be your partner on this deal, and we are going to handle it the exact same way that you would handle it yourself. So look at that. The next part is a vendor or a system. So this could be leads, this could be a comping software, disposition software, but this is deeper than that. Throughout the whole industry, we have cold callers, virtual assistants, paper lead, direct mail, CRMs, marketing agencies that are running PPC campaigns. And it is so common. I mean, if you go into some of the largest wholesaling Facebook groups out there, it is a common theme for people to complain about how these vendors do not work. But then when you actually start diving into their business, it is how did you measure the conversions? How did you actually measure whether or not your closer was improving their skill sets? Are you constantly training on your skill sets? Do you follow up aggressively? And at any point in time, did you adapt to what was taking place inside of the system? Now, this is very rare. If you just look at speed delete, we've been working with them since 2021. So going on five years at this point, that vendor has drastically changed. They originally had zero cold call leads. Everything was PPC, SEO, or Facebook ad generated. Then they added in co-call leads. They also added in deal speed for dispositions, comps on their software, CRM inside of their software. There's been so many different things. Did we adapt to the changes that speed the lead made? We have. Have other people? No. That's why you regularly see. Well, it's not as common today, but a year ago, we regularly saw people complaining about speed of leads cold call leads. The triple verified leads. They're not good. That was more of a feeling than facts. Because in every single way that you actually measured the conversions, the triple verified cold call leads outperformed the PPC and the Facebook leads. But no one wanted to hear that. That was a feeling. And so when you say it doesn't work or this relate, it's because you're not adapting and you're not measuring the conversions. You're not changing the way that you talk to sellers. You couldn't just pick up the phone and say, hey, you filled out a form on my website anymore. You actually had to go through it a little bit different and explain to the seller how we actually make contact, which was a minor little change, but it completely messed up so many people from using that vendor. And that's just one example. And then on training consistently, I can't tell you how many people tell me, hey RJ, I completely understand how to use the closer's formula. Absolutely not. I can guarantee you you do not know how to use the closer's formula because it's not a hey, I understand it and I'm done. It is an ever-evolving and changing way of talking to sellers. That's why it's a formula. It takes constant training and developing your skill sets. That's why inside of Titanium University, we're doing call reviews weekly and constantly working and training to get better. But most wholesalers don't want to do that. So instead of sitting there and saying, What should I do? What am I going to do to improve the conversions and make this system work? Because the proof is out there, there's someone out there that's succeeding with whatever system or vendor you're working that you're claiming is not working, they're succeeding with it. So what are you going to do? At the end of the day, all lead generation works, all of these systems work. If you want to go do direct mail, if you want to hire virtual assistants to cold call, it will work. It is what are you going to do to make it work and develop those skill sets? Most people do not need a new system or a new vendor, they need discipline. And that is where the majority of operators fail. Now let's talk about the people that actually have a team, okay? And then what happens when the team isn't producing? And as someone who has had a team in at all points in time, as an entrepreneur, it is very common for a team to start underperforming. And it's frustrating. But this is where you have to go back on did we hire the right person? Did we recruit and hire based off of skill, based off of the core values that we have as a company, or did we hire out of desperation because they were available? Do we constantly train? Do we have an actual training schedule? And are we always developing and auditing what is happening inside of our business with our team? Or do we just wait until our bank account has less money in it and then say the team is underperforming? Do we have our KPIs clearly defined inside of the organization? This is where a majority of people really, really lack. It's like, hey, I'm just gonna pump a bunch of leads to my team, and I hope my bank account increases. And the moment that it starts to decrease, we start panicking and saying the team is underperforming, and I don't know why. It was because of poor leadership and the fact that you were not actively involved throughout the entire process. Do you sit there and inspect your business daily, weekly, and monthly to see who is performing, who isn't, and why. I can tell you we have it down to percentages of time frames and calls that close, knowing that there's a certain time frame that a higher percentage of closes happen than not happening. We can actually sit there and look at when we have a certain percentage of the call that is focused on motivation in comparison to us explaining our process, we know that the higher motivation percentage closes at a much higher rate than us trying to talk about ourselves. These things that I regularly talk about are not coming from a feeling, it is coming from proven statistics and facts inside of our wholesale operation. And then when I see people say my team is underperforming, it's because you as a leader are underperforming. You're not wanting to take ownership of your operation, you're hoping that it is going to perform better. The next one strategy hopping. This is very, very common to see. Hey, I'm gonna stop cold calling, I'm gonna go to PPL. I'm gonna stop PPL, I'm gonna go to direct mail. I'm gonna go from direct mail and doing my own dispositions to now I'm gonna be a JV dispo house, right? Now I'm gonna try a new market. Now now I'm gonna try a new CRM. There's always something new that you can try. Very rarely, if there's something negative going on in your business, is the solution to go do something new. Because there's always going to be a learning curve for anything new that you have to do inside of your business. Whether it's a new strategy, whether it's a new system, a new lead generation tactic, whatever it is, there is a drastic learning curve. That's why when we do hire people for our team, the expectation is for 90 to 120 days, we as a business should expect absolutely zero results from that person. Because you have to build up that pipeline, you have to make sure that you train up the skill sets to get them to a certain level, but yet inside of our own businesses, we have no problem making drastic changes. This is why small pivots inside of what you're already doing is what leads to change, not just complete overhauls of your organization. So again, if cold calling is not working, it's not that you stop cold calling and then go do PPL. It's that you figure out what I am going to do to make cold calling work. I made this commitment. That's why at the beginning of the year, every single year, when we roll out the titanium fleet and we say, these are all the systems that we are using inside of our wholesale operation. We give you that document and we say, here you go, download it. On the back side of it, it says, Am I willing to make a 90-day commitment to this system? Because that's a bare minimum for you to make that commitment before you need to jump ship and go to something new. The bottom line is you don't need a new strategy, you need the discipline to stay at what you're doing longer, and you need to have the proper expectations that when you do try something new, depending upon your skill sets, the bare minimum is 90 to 120 days before you ever see any sort of result. The next excuse the market or the economy, right? That this market is saturated, the interest rates are too high, the competition is crazy over here. Listen, at the end of the day, we can't control what is taking place inside of an individual market. Okay, we can't control that a couple of years ago, horrible hurricanes went and negatively impacted the Florida market. That's not something. What can we do about that? We can't do anything about that. But when it's there's nothing alarming that's going on, and it's more based off of a feeling. Dallas, Texas is too saturated. I've been hearing that for a decade now in wholesale. So in the same decade that I've been hearing that, I've seen numerous, numerous people come in, learn how to wholesale, find their place in the marketplace, and be successful. It was because they didn't sit there and find an excuse in the lowest hanging fruit and say it's difficult to wholesale inside of Dallas, Texas. They went there and they said, How can I get better at lead generation? How can I get better conversions, skill sets, developing that discipline to say, this is what my business does, and I'm not going to allow this easy answer to be the reason why I give up. That's it. So the point in all of this is to have a core psychological shift from blame feeling productive to the fact that ownership feels heavy. But you, as an entrepreneur, made that decision that you wanted that ownership. You wanted the ownership when you wanted to win. So here we are, seven weeks into the new year. If you're not where you want to be, if something's not working inside of your business, are you willing to have the ownership today to say, what am I going to do to change the results that I'm not getting in my business today? That was the entire top conversation that we had today. And ours is on an extreme micro level, like individual partnerships or vendors that we're working with. What are we going to do to get better results instead of looking at the other person or the other system and saying, what are they going to do? Because the facts are that's probably the answer that they are going to give us. And what does that lead to? A massive roadblock where nothing changes inside of either one of our businesses. So are you going to have the ownership, the accountability, and the leadership to say, what are we going to do? What am I going to do to change to get the results that I want inside of my business? That is the question that I want to ask you guys today. Because the bottom line is, you don't want someone else to come rescue your business. You want to be able to sit there and look at it and say, these are the changes that I made. Someone asked inside of TU, how did you know that you were at the point where you were going to have a massive inflection point in your business where the the results started to become consistent and known. Like, hey, you knew that you were going to be able to close deals. And my response was when I could be able to look at a problem inside of my business and know how to resolve it. That's when I knew that we were headed in the right direction as a business. Instead of staring, looking around the business and looking at, I hope speed of lead gives me better leads. I hope that so-and-so closer starts converting better. That person that you're relying on to close, or that third-party business that's generating leads for you, does not know what your business needs. They're not going to go make those changes. It's up to you to take that ownership and that accountability. So here are some ownership questions when these aren't performing. One, did I define expectations clearly? Two, did I define accountability clearly? Three, did I and am I able to measure real metrics? Four, did I communicate clearly? And five, what decisive action am I willing to take to resolve this? So what this does is it gives you options to understand where the failure is coming from, where their expectations, was accountability defined, are there metrics to see is this a feeling or is this reality? Is communication happening clearly? And then finally, what actions are we going to take to resolve the issue at hand? If you look at that and you ask yourself those five questions, there's nowhere in there where we're looking elsewhere to someone else to resolve our own issues. That's where you need to be as a business owner. At the end of the day, I have and I will have JV partnerships that fail. I will have vendors and systems that fail. I have and I will. Bottom line. But going into each one of those failures, I want to make sure that I understand what the expectations are, how accountability is going to be handled, with real metrics. We will know whether or not we failed or succeeded, how communication was handled, and then we will know the answer to how we resolved. That failure or that success. So that is today's topic of what am I going to do? So it wasn't about what am I going to do in this video? It's really just asking each and every one of you. You're seven weeks into the new year. What are you going to do if you're not where you want to be?